The focus of most downsizings is on the actual event. Regardless of how
difficult the actions to be taken, the real difficulty may be in
motivating those left behind. We recommend that an equal amount of time
be spent on planning for those who will remain in the workforce as well
as for those who will lose their jobs.
Employers may feel that limited resources do not make this type of
support feasible and others may fail to recognize that “keeping your
job” is not always enough. Workgroups may be configured differently and
responsibilities can change. Relationships can be stressed if a favorite
employee was let go and another has stepped in to take his or her place.
Change is never easy even in the best of circumstances and even with
shrinking financial resources, it may pay to provide those who remain
with the skills and necessary support to keep your business running.
Build loyalty, not apathy. The long term benefit is great.
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Is there such a thing as a ‘good’ layoff? Some may be dubious, but the answer is a resounding yes. For better or worse, the way that a company manages a large-scale layoff can speak volumes about their corporate culture. If you’ve ever been responsible for executing layoffs, either from a management or HR perspective, you know it’s a highly uncomfortable and awkward position to be in. No wonder so many rush through the process, leaving shock and bewilderment in their wake.
Leadership teams need to learn how to best manage a layoff, both for the employees who are being laid off as well as protecting the company’s culture and public reputation. One of the bigger challenges is maintaining the kept employees’ trust in management. A key factor in this is open, honest, and timely communication from the leadership team to all employees, before, during, and after the layoff is executed. Intermittent employee surveys can be a good way of measuring the success of this effort while also illuminating possible issues that need to be addressed before they become a serious threat, such a threat of violence.
Overall, as much as no one wants to lead a layoff, companies and leaders can make the process as painless as possible by employing the basic tenet of the Golden Rule – treat others as you’d like to be treated. Using respect, empathy, sincerity, and compassion can make a difficult situation safer, less awkward, and more palatable for all involved.
